“Ko ngā pae tawhiti whāia kia tata, ko ngā pae tata, whakamaua kia tina.”
The potential for tomorrow depends on what we do today.
Module Objectives:
- Enhance self-awareness: Develop a deeper understanding of personal values, beliefs, and leadership styles.
- Develop emotional intelligence: Identify and manage personal emotions, and understand and respond effectively to the emotions of others.
- Identify personal strengths and areas for development: Conduct a comprehensive self-assessment and identify key strengths, weaknesses, and areas for professional growth.
- Build self-reflection habits: Develop and implement strategies for ongoing self-reflection and professional development.
Section 1: Exploring Self-Awareness
Resource 1: “Taking off the armour and showing up authentically“
According to a study in the Leadership and Organization Development Journal, employees’ perception of authentic leadership serves as the strongest predictor of job satisfaction and positively impacts work-related attitudes and happiness. Watch this video on authentic leadership from Brene Brown – https://www.youtube.com/watch?v=9669oUfqbDU Consider what this means for your leadership – how do you show up at school authentically?
Section 2: Developing Emotional Intelligence
Resource 2: “Emotional Intelligence for School Leaders”
Explore this podcast on why emotional intelligence is imperative for school leaders – https://www.gse.harvard.edu/ideas/edcast/24/03/why-emotional-intelligence-matters-educators
Section 3: Identifying Strengths and Areas for Development
Self-review can take many forms and be carried out in a number of ways, but the underlying principles of effective self-review require it to be:
-
- Purposeful – leading to action for improvement
- Meaningful – not reviewing for reviewing’s sake
- Manageable – realistic in terms of time and human and financial resources
- Systematic – programmed so it doesn’t get overlooked
- Reliable – based on relevant and valid evidence
- Collaborative – involving key stakeholders
Task:
Step 1: Reflect on your personal leadership style and identify areas for self-improvement – Complete by 26th May.
Step 2: Discuss with your kaiarahi the most effective strategies for gathering feedback from others on your leadership strengths and weaknesses.
Consider options such as:
- 360-degree feedback surveys: Involving staff, students, parents, and other stakeholders.
- Informal feedback: Seeking feedback from trusted colleagues, mentors, or external coaches.
- Observations: Observing your own leadership in action and seeking feedback from trusted colleagues.
- Reflection journals: Regularly reflecting on your leadership experiences and identifying areas for growth.
Step 3: Develop a plan with your kaiarahi for gathering feedback from multiple sources and document your plan in the online forum. This can be discussed at your first coaching session.
Step 4: Post on the forum a brief summary of how you will collect feedback, from who and why – Complete after first coaching session.
Step 5: Implement this plan and, at your second coaching session, reflect on this.
Assessment:
- Completion of all readings.
- Participation in the online forum discussion.
- Development and implementation of a plan for gathering feedback on leadership strengths and weaknesses.
- Reflection on personal leadership style and development of a personal development plan.
21 Responses
Kia Orana Team,
Nice to read your descriptions.
Its always important for everyone in education to take a step back and reflect on their role as educators and leaders. A reflective teacher is one who looks to improve themselves. Authenticity, an interesting concept broken down thoroughly by Brene- Reminding us of how important it is to reflect on ourselves so we don’t lose ourselves.
In this time that I have had working at Apii Nikao. It has been an important step for me to seek feedback- through observations, one on one discussions, casual conversation. This has been a space for me to recognize my faults and areas of improvements, also a time for me to commend myself for minor achievements I have made.
Many of my colleagues here on this forum have openly admitted that it is often difficult to admit wrong doing. Wow- YOU HAVE MY RESPECT. Doing this we make ourselves available for development you have put yourself in control as highlighted by Stern.
An interesting concept I have come to understand was the importance of Emotional intelligence- Taking control over your decisions. Using your thinking to control your emotions and vice versa- Perhaps we see this concept as ‘professionalism’ or ‘educational standards’ where decisions are made for the best. The school I teach at is right next door to my house. The people around me are my family and they all attend this school. One of my weaknesses that I was facing was detaching myself from them. Don’t worry, they don’t get more perks than any other, but when they have done something wrong, my emotions get the best of me. As a leader, this isn’t the best example of good leadership- but this is definitely something I have been working on and glad to say there has been great improvement in this area.
On a different note. Wow- what an awesome forum. So early in the sessions, I am already learning so much.
Keep ‘em coming.
Kia orana e Mr Tangata,
Pakau ei te future principal o Apii Nikao,
Meitaki tikai no te akakite mai i toou turanga arataki very inspiring tikai te akarongo atu how you’ve embraced feedback and reflected on both your growth and challenges.
Your awareness around emotional intelligence and leadership, especially in such a close-knit environment, shows real strength.
I completely agree, this forum has been such a valuable space for learning and connection already.
Ka akamaroiroi tatou katoatoa ine
Anji
Kia orana akaou tatou katoatoa. Teia tetai au Feedback that I experience as a young leader/teacher.
1. Lesson/day reflection – What went well, What didn’t go well and why, What the next step.
2. Seeking perspective of others – At Apii Takitumu in my syndicate, I value informal, face-to-face discussions, as they allow for open, honest dialogue without pressure. I call this learning conversation.
3. Practise postive reinforcement everyday – This generation is something else. I have to say the right things to them because children know their right these days.
For future references I need to incorporate peer observations into my plan, inviting colleagues to observe and provide constructive feedback on my communication, decision-making, and leadership.
These feedback, I’ve learned, is not criticism, it’s a gift for growth.
Tena toku vai manako no runga i te Development and implementation of a plan for gathering feedback on leadership strengths and weaknesses.
Kia orana tatou katoatoa i teia ra anuanu. Tena mai taku korero no runga i toku turanga arataki.
My Leadership Journey
I am a young leader, teacher, mentor, and most importantly a mother. I wear many hats, each one shaped by a deep sense of care, service, and connection. Leadership, for me, is not defined by authority or control, but by the ability to nurture, guide, and create a safe space where colleagues and children feel seen, heard, valued, and supported. It’s about helping people grow, believe in themselves, and become the best versions of who they are meant to be. Brené Brown said, “If you are brave, you’re going to get hurt.” This resonates deeply with me. I have learned to lead with an open heart even when it means facing emotional discomfort. This is the essence of how I lead with heart and humility.
My strengths have been shaped by my upbringing and cultural identity. My family often tells me I’m the best speaker in the family something I take pride in. I use this gift to ensure others’ voices are heard and to speak with confidence and purpose. My strong cultural heritage, from my homeland of Atiu and my husband’s roots in Pukapuka, grounds me. It connects me to my community and reminds me to lead with respect, inclusiveness, and empathy. I strive to balance assertiveness with kindness, always looking for ways to bring people together.
I have areas I continue to grow. I find it hard to say no when others ask for help, which can sometimes leave me stretched thin. I tend to delay feedback and struggle with writing general comments on student reports. Watching children face learning challenges is particularly hard, I carry their struggles with me. But as Robin Stern reminds us, emotions are not a weakness; they are a strength. They make us compassionate leaders. I’ve also learned to recognize the anxiety I feel when tasks are unfinished, and I’m working on better time management as a result.
Through the highs and lows, I’m learning to be more present, to share positive learning conversations, and to build meaningful relationships with colleagues, families, and community leaders. My leadership journey is ongoing, shaped by love, guided by purpose, and strengthened by my commitment to help others grow.
Meitaki ranuinui
Feel free to comment on common experience and ideas.
1. Pakaupe Feedback.
Me te kite mai ra koe I te tarevake, akakite mai. If you are seeing the wrong, let me know. That’s the number one feed back that I prefer.
2. Informal Conversations
• Casual discussions over coffee or lunch can provide valuable, candid insights.
• Allow colleagues to speak freely without the pressure of structured surveys.
• Approach feedback as a two-way exchange—let them know how their perspectives help shape leadership growth. Pukapuka akatanotano.
4. Peer Observations & Self-Reflections accountability.
• Ask a trusted colleague to observe you during meetings or key interactions.
• Request them to provide specific feedback on areas like communication, decision-making, and team engagement.
• Keep a leadership journal to track personal reflections on this feedback.
Here is my contribution towards gathering feedback. I prefer the person to person talk.
Kia orana e Vogel Tane,
Kata tikai au teia ‘paka upe feedback’ naau. Iaku na ka tano ua.
If I do see something that needs to be addressed or improved, with respect and the intention to support growth, not to criticize. We’re all learning together, and I value the trust and space you’ve created for open conversations.
Thank you for sharing your approach, there’s a lot of value in what you’ve outlined. I appreciate your openness to feedback and the emphasis on informal, honest conversations. I agree that person-to-person discussions often lead to the most meaningful insights, especially when there’s trust and mutual respect.
I also like the idea of peer observations and self-reflection as tools for accountability and growth. I’m inspired to be more intentional about how I reflect on my own practice and invite feedback from those I work closely with.
Likewise, I welcome any feedback from you too, it’s how we grow stronger together my friend
Meitaki
Anji
E aka kata rai taku i teia Paka Upe. Ka na mua oki i te tama i te paka upe. E korero tupuna oki. Thankyou all for allowing myself to read through your insights and experiences. Wow such a great and powerful leaders to be. I’ve come to love all your testimonies and goals. We are all onto the path of Growing ourselves for better, to be a role model and to practice great culture in our own backyard
Kia Toa
Kia orana e te katoatoa,
Self-Reflection on My Leadership Journey:
As a young Cook Islands teacher, I’ve learned that leadership is not about having all the answers, but about showing up – truly and honestly. Brené Brown talks about taking off the armor and leading with authenticity. I’ve realized that when I try to look like I have it all together, I lose the chance to grow and to connect with others in other ways.
I’m proud of the strengths I bring to my role as a teacher or a cultural leader. I’m confident in helping people work together through conflict. I always try to make sure everyone in our team feels seen and valued. I love being involved in our community and hold tightly to our Cook Islands culture and language, it’s at the heart of everything I do. I believe this cultural lens makes my leadership more meaningful and grounded.
But I’m learning to admit where I fall short. That’s the hard part. I struggle with admin and organization. I find curriculum work challenging, and planning doesn’t always come naturally to me. I’ve noticed that while I can execute tasks, I sometimes fall into micromanaging.
Through this journey, I’m learning to take off the armor. That means admitting when I need help and being okay with not knowing everything. It means showing up as myself not the perfect version, but the real one.
As Brené Brown says, “Authenticity is the daily practice of letting go of who we think we’re supposed to be and embracing who we are.” I’m learning that I don’t need to hide my weaknesses. Instead, I can invite others in to support me in those areas, just like I support them with my strengths.
Moving forward, I want to focus on improving my planning and organizational skills, and find ways to better understand curriculum work. But I’ll also remind myself that growth takes time, and I don’t have to do it alone.
Leadership, for me, is about connection, culture, and courage – and I want to keep leading with all three.
Its nice to be reading everybody’s self reflections seems like we all have the armor on.
Kia orana Mr Patia,
Thank you for sharing. It takes so much courage to admit where we fall short, especially in leadership roles where we often feel pressure to have it all together. I can relate to the challenges around admin, organization, and curriculum work—those areas don’t always come naturally to me either.
I really admire your insight about “taking off the armor.” That line stayed with me. It’s something I’m learning to do as well, to ask for help without guilt and to accept that being a real, imperfect human is more powerful than trying to be perfect. There’s so much strength in vulnerability, and your reflection is a reminder that we grow the most when we’re honest with ourselves and each other.
We don’t need to have all the answers. We just need to keep showing up with heart, learning as we go.
Thanks again for your authenticity, it encourages others, including me, to do the same.
Meitaki maata
Anji
Love this reflection Sounds like we’ve all been wearing that shiny leadership armor… but honestly, mine has a few dents and missing straps. Here’s to leading with heart!”
Leadership is more than just a position—it is a responsibility to guide, inspire, and support others with honesty, openness, and ethical integrity. In my journey as a leader, I try to represent these principles daily, ensuring that I show up prepared, mentally, spiritually, and emotionally, to serve my students in the best way possible. Authentic leadership, as explored by Jensen and Luthans (2006), provides a framework emphasizing self-awareness, transparency, and a commitment to the well-being of others. Recognizing that leadership is an evolving practice, I seek feedback to refine my approach and ensure my leadership remains grounded in authenticity and ethical responsibility.
Authentic leadership, to me, is about showing up with honesty, preparedness, and openness—mentally, spiritually, and emotionally. Jensen and Luthans (2006) explain that authentic leadership is rooted in self-awareness and ethical guidance, which directly aligns with my approach. It was important to me to write some indicators on how well I know about my style of leadership before the Reading and watching the YouTube.
Preparedness is a fundamental part of my leadership style. I try to ensure that I bring the necessary knowledge, mindset, and resources to serve my students effectively. According to Jensen and Luthans (2006), authentic leaders maintain a future-oriented perspective, equipping their organizations for long-term success. This reinforces my belief that leadership requires intentional preparation and continuous learning. I am also in the working process maintain and discipline deriving from the future scope.
Authentic leadership, to me, means leading with humility, courage, and openness. It’s about admitting when I don’t have all the answers, listening actively to others, and being transparent in my intentions. When I do this, I notice that both students and colleagues respond with greater trust and respect. It creates a space where honest dialogue and genuine connection can flourish.
I’ve found that when I drop the façade of always needing to be “in control,” it strengthens my relationships and creates a more supportive environment. For example, when I’ve admitted to making mistakes in front of students, it models humility and encourages them to take ownership of their own learning.
Moving Forward:
To grow as an authentic leader, I aim to:
• Reflect regularly on whether my actions align with my core values.
• Practice being present and fully engaged in conversations.
• Embrace discomfort as an opportunity for growth.
• Encourage others to do the same by modelling openness and honesty.
Authentic leadership isn’t easy—it requires self-awareness and the willingness to be vulnerable—but it is the kind of leadership that leaves a lasting impact.
Continuing my journey in self-awareness and leadership development, I explored a podcast titled “Why Emotional Intelligence Matters for Educators” from the Harvard EdCast series. This episode highlighted how emotional intelligence (EI) is not just a soft skill, but an essential leadership tool—especially in schools where emotions are constantly in play.
The podcast emphasized that school leaders with high EI are better equipped to build relationships, manage stress, navigate conflict, and foster a culture of empathy and resilience. One striking insight from the speaker was:
“The most effective school leaders are those who understand and regulate their own emotions while tuning into the emotions of others.”
This statement made me pause. In my own leadership, I often focus on tasks and outcomes—but this podcast reminded me that the emotional climate I create is just as important. I’ve experienced firsthand how a teacher’s emotional tone can set the mood for an entire classroom or staff meeting. If I’m rushed, frustrated, or disengaged, that energy spreads. Conversely, when I’m calm, open, and encouraging, others tend to mirror that.
Kia Orana Savage,
I commend you for this recognition.
Goal setting is an important concept in life and even more important in education. Setting goals gives you something you can work towards at allows you to see that you are looking at improving yourself. Taking of the armour literally means, looking at/ after yourself. Authenticity reflects on you making choices that you believe in. Through reflection and goal setting, we grow and develop ourselves further. Creating a whole new level of Authenticity.
Me e araara tika teia na Paiere. No teaa tei mua tataou
Kia orana e Savage Vaine,
Iaku pa na te kata aviri ara a Paiere. Te akamea araara papaa ua mai ara iaia. Ka tano ua.
Of course goal setting is an important concept in life and even more important in education. Ka ariki rai au tera manako no te mea me kare o tatou kaveinga kare rai e puapinga ia ta tatou e rave nei
Kua mako e Savage Vaine
Ka akamaroiroi tatou katoatoa
Anji
Leadership can seem like an intimidating term to reflect on; especially for me. As I was going through the video of Brene Brown’s interview it struck me, what is my leadership style? Going into my second year in a leadership role it has taught me a lot of myself and what I truly value within a team. Although I still feel new to this journey, every day I am reflecting on how I want to show up not just for myself or the teachers but also for our students as well as our families and the community. One word I know may describe my leadership style is transparent. What makes me a transparent leader? One thing I wanted to focus on when I became a head teacher or marae leader for my team was that I wanted to make sure that I am always communicating with my team. I found communication to be the key area for me to work on first and to always make sure that I allow my team to openly communicate back about any concerns or exciting moments that happen within our school environment – feedback and feedforward. This enabled me along with my team to create a happy and safe environment for everyone to learn in. I am not saying I am perfect; I am far from that because I know I have other areas to work on. Another reason for why I think I am a transparent leader which is something my team respect of me is that I made sure to own up to my faults or mistakes not just with the amazing team of teachers I work with but also with our students to show them that it is not bad to own up to your mistakes, in fact, it is a great thing because we all learn from them no matter if you’re a student or a teacher or a leader. These two skills that I worked on first gave my team the boost to work together. From my point of view being a leader in my class does not mean I call ALL the shots. It is the total opposite where I create trust with my team and make sure they understand that we all move forward together and whatever decision I make is with the team’s best interest at heart. One area I know I need to work on is facing the ‘uncomfortable’ side of being a leader (in my eyes) – which is having conversations with a team member to remind them of the expectation of our team if we see they starting to slack off a bit. Also, learning to engage with parents not just face to face; which is what I enjoy doing but also over the phone if there are concerns about their child and not being emotionally affected by these moments. Last one I know I need to work on and this is just my own personal goal for myself is learning to rest. Lately I noticed if I don’t take time out for myself to just sit and relax or reset, I cannot turn up as the leader I want to be for my team therefore making me a grumpy or frustrated leader which is not ideal and I also encourage my team to always make sure they take time out to rest or relax because tomorrow is always another day to conquer more.
Georgina, Thank you for sharing your honest and thoughtful reflection. Your transparency and commitment to growth are clear strengths in your leadership. I really admire your focus on communication and creating a safe, collaborative space you’re leading with heart, and it shows!”
As part of my leadership development journey, I’ve reflected on my leadership style and identified a key area for growth: maintaining authenticity and emotional balance in a role that deeply involves community connection. Inspired by Brene Brown’s message about vulnerability and “taking off the armour,” I realized that my version of armour is a restorative approach—used not as a shield, but as a bridge to build trust and unity.
Growing up and working in the Cook Islands, I’ve seen first-hand how important it is to lead with empathy and inclusivity. A restorative approach aligns with our cultural values of relationships and care, which have shaped how I engage with students, staff, and especially parents. I’ve worked hard to create an open-door environment where families feel safe walking in, having a conversation, and being involved in their child’s learning journey. This has strengthened our school-home relationships and fostered a strong sense of belonging.
However, constantly being emotionally available can be draining. This is where I see an area for growth: learning how to protect my own wellbeing while staying true to this leadership style. This connects directly with the module objectives—enhancing self-awareness, building emotional intelligence, and identifying personal strengths and development needs.
I will meet with my mentor to develop a feedback plan that includes formal and informal conversations, observations, and through reflective writing. I’ll also draw on insights from the self-review principles from Educational Leaders NZ to guide this process.
Support I may need includes strategies for setting boundaries, managing emotional demands, and sustaining long-term relational leadership in a culturally responsive way. I look forward to using the feedback to shape a personal development plan and continuing this journey with reflection and purpose.
Pakau ei koe e Maine Henrianna,
Thank you for sharing your leadership journey with such honesty and depth.
With your reflection on vulnerability and the emotional demands of leadership, especially in a community-focused role. Your use of a restorative approach as a bridge, rather than a shield, is such a powerful perspective. It shows how deeply committed you are to building trust and connection with those around you.
I also admire your awareness of the need to care for your own wellbeing while staying true to your values. It’s something many of us can relate to. Your plan to seek feedback through conversations, observations, and reflection is inspiring and shows your dedication to growth. Aiteite ua rai e au atu rai.
I look forward to seeing how your leadership continues to evolve, grounded in culture, compassion, and authenticity. Thank you again for sharing such meaningful understanding.
Meitaki
Anji
Today I reflected on what it means to be an authentic leader after engaging with Brené Brown’s video on vulnerability and leadership. A key takeaway from the Leadership and Organization Development Journal study is that employees’ perceptions of their leader’s authenticity strongly influence job satisfaction and workplace happiness. This research really resonated with me, especially in the context of working in a school environment.
In the video, Brené Brown speaks about the importance of “taking off the armour” letting go of the masks and protective layers we often use to shield ourselves. She shares a powerful quote that stuck with me:
“You can’t get to courage without rumbling with vulnerability.”
This made me think deeply about how I show up at school not just as a teacher or staff member, but as a leader and role model. Am I being my true self? Do I lead with vulnerability and integrity?